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Mark Forster's book "Get Everything Done and Still Have Time to Play" took an entirely new approach to time management. One of his most important points was that once we have taken on a commitment, prioritising does not work because we need to do everything relating to that commitment. In the six years since he wrote the book as he has reached thousands of people through writing, seminars and coaching, he has continued to develop and refine his methods . He has now perfected even more effective methods of getting everything done through the introduction of some radical new ideas, including closed lists, the manyana principle and the "will do" list. He is brilliant at helping people to use new forms of communication effectively so that they do not become a tyrant. The result is a complete system which will enable almost anyone to complete one day's work in one day.

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For decades, my various employers have pelted me with corporate time management training from the likes of Franklin Quest, Stephen Covey, and of course the Franklin Covey Co. Over the years, I've also done plenty of reading on my own in hopes of getting a better grip on how best to manage the sequence and timing of all the things I thought I should be doing.

I learned a lot. I learned about the daily planner, the priority matrix, the time audit spreadsheet, the task management apps, the 43 folders, and much, much more. These are all great tools in the right context, but the greatest take-away I got from all of this reading and training was: There is no limit to how complicated, expensive, and labor-intensive a time management system can be. In fact, if misused, a time management system can be a good way to hide from the work you're supposed to be doing - whether that's what you intended or not. Time and again I found myself drowning in administrative overhead while still feeling overwhelmed and ineffective.

I tried to cobble my own system together out of bits and pieces of other systems, but something was still missing: Direction. A framework. An overall strategy. That's what Do It Tomorrow provides. DIT provides the framework in which I can use whatever tools I need, without getting hung up on anything that doesn't meet my needs. No more plotting all of my tasks in a priority matrix to figure out what I should do first. DIT encourages simplicity.

I will say that DIT is easier if you are already familiar with the most popular time management tools. The book doesn't go into much detail on those; to do so would be a distraction (and quickly become outdated). The point is not the tools, but how you use them. From the reviews here, I can see that this could be a problem for those who have not already been dabbling in this area for a long time. The only advice I can offer those people is to not only learn about different kinds of time management tools (the internet is full of information about them), but also to be willing to give up a favorite tool if it's getting in the way.

I've been using the methods described in this book for a little over a month. My inbox is empty at the end of the day and I get through my closed lists 90% of the time. Still figuring out how big the closed list can be relative to the number of meetings I have each day that consume my free time. It is such a great companion to David Allen's GTD book. It really fills the gaps that the GTD book has. I'm slowly starting to see other people on my team change their behavior when I push back on the urgency of their tasks. By putting their "urgent" tasks on tomorrow's list versus fighting the fire for them today, it has lowered my stress level a bit. Now I plan to start putting into action the author's other tactics that involve repetitive tasks and long running projects. Remember, if the list is closed, all the tasks on it are of equal importance because they all must be done that day. No more trying to prioritize tasks. Thank you Mark!

The main takeaway from this book is the idea of the closed list. I love it. Once you have planned out a day's work, all new actionable items get dealt with "tomorrow", preferably in the morning during the planning stage of your day. You don't stop whatever you are working on to respond to an email, or to fill out a child's field trip form, or to make that phone call you've been meaning to make that is still on your mind. You capture all these little interruptions -- he says write it below the line, but I just put everything on a post it or index card and toss it in my inbasket, and then empty it first thing every morning.

The other thing I loved was his whole lizard on a rock analogy, and how a lizard on a rock is just responding to life events (danger, I'd better move, tasty bug, I'd better stick out my tongue and eat it) This was just the right pep talk for me at this point in my life. It suddenly made the whole idea of having goals, large and small, critically important to me. The lizard might live to a ripe old age and be perfectly content, but I really recoil at the idea of being so reactive to the world. And yet, all these goals I had ten years ago, I haven't got any where with them because I haven't actually worked on the goal.

Finally, he talks about how people THINK they need will power, and the ability to force themselves to muscle through their tasks, but actually they need to design systems that are effortless and that support them in achieving their objectives.

Anyway, this book combined with Getting Things Done by David Allen can really transform your life.